Dynamic models for knowledge-driven organizations:
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| Format: | Book |
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| Language: | English |
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Hershey, PA
Information Science Reference
2013
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| Online Access: | Inhaltsverzeichnis |
| Item Description: | "This book presents a widespread collection of research on the understanding of the managerial, technical and human issues associated with the use of knowledge in organizations while bearing in mind the design, development and maintenance of useful knowledge management systems"--Provided by publisher. Includes bibliographical references and index |
| Physical Description: | xxii, 421 p. graph. Darst. 29 cm |
| ISBN: | 9781466624856 9781466624870 |
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| 245 | 1 | 0 | |a Dynamic models for knowledge-driven organizations |c Murray E. Jennex, [ed.] |
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| 500 | |a Includes bibliographical references and index | ||
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| adam_text | Titel: Dynamic models for knowledge-driven organizations
Autor: Jennex, Murray E
Jahr: 2013
Detailed Table of Contents
Preface.................................................................................................................................................xvi
Chapter 1
Valuing Knowledge-Based Initiatives: What We Know and What We Don t Know.............................1
Hind Benbya, GSCM-Montpellier Business School, France
The objective of this paper is to provide an overview of the current state of theory and practice on valu-
ing Knowledge-Based Initiatives (KBI). Drawing on the literature concerning IT and business value,
this paper summarizes what is known about valuing IT-based initiatives, discusses the specificity of
KBI and outline main challenges that continue to limit research in this area. This paper also examines
how managers deal with these challenges and what metrics they use to assess knowledge value. These
managerial insights are derived from interviews as well as empirical analysis of several Silicon Valley
firms. This paper gives an emerging approach for valuing KBI and illustrates its implementation with
a case study from IBM.
Chapter 2
The Effects of a KM Strategy on KM Performance in Professional Services Firms............................16
Reimar Palte, Kiihne Logistics University (KLU), Germany
Michael Hertlein, EBS University of Business and Law, Germany
Stefan Smolnik, EBS University of Business and Law, Germany
Gerold Riempp, EBS University of Business and Law, Germany
Knowledge management (KM) is a critical issue in professional services firms (PSFs). Many researchers
define a KM strategy as a crucial driver of KM success in corporations. Research demonstrates that there
is a positive relationship between KM strategy and the performance of KM processes, which are both
closely related to KM success. In the longitudinal benchmark survey presented in this paper, based on
an integrated KM framework and focusing on PSFs, the authors found evidence of such an effect, that
is, KM strategy s impact on KM success.
Chapter 3
Knowledge Management: Realizing Value through Governance.........................................................36
Suzanne Zyngier, La Trobe University, Australia
Knowledge Management (KM) governance is the implementation of authority through a framework to
ensure the delivery of anticipated or predicted benefits of KM strategy development and implementation
in an authorized and regulated manner. KM governance also relies on measurement and evaluation of the
effectiveness and efficiency of all aspects of KM, particularly the outcomes of strategy implementation
to ensure that strategic benefits are realized. This paper examines the results of a global survey of people
involved in the development and implementation of KM strategies. Responses came from 34 countries
across every continent. Using descriptive and inferential statistics, this paper finds clear evidence of the
measurability of KM outcomes through KM governance. These research findings strengthen the proposi-
tion that KM governance supports the capacity of KM governance to realize and reveal the value from,
or the return on investment (ROI) of KM strategy development and implementation; the selection of
KM tools and techniques is less of a consideration in this regard.
Chapter 4
A Knowledge Management Tool for the Interconnection of Communities of Practice........................56
Elise Lavoue, Universite de Lyon, Universite Jean Moulin Lyon 3, IAE Lyon, France
Sebastien George, Universite de Lyon, INSA-Lyon, France
Patrick Prevot, Universite de Lyon, INSA-Lyon, France
In their daily practice, practitioners belong to local communities of practice (CoPs) within their organisa-
tion. This knowledge is rarely capitalised upon because discussions are mainly verbal. Practitioners can
also belong to general CoPs online. Within these general CoPs, discussions are rarely linked to the context
in which they appeared, since the members are from different companies or institutions. This paper (1)
connects these two levels of CoPs by contacting practitioners belonging to CoPs centred on the same
general activity but who are geographically distributed and (2) capitalises on the produced knowledge
by contextualising, allowing it to be accessible and reusable by all the members. The authors detail the
main results of the research: (I) a model of the interconnection of CoPs (ICP) to support knowledge
sharing and dissemination; and (2) a specific knowledge management tool for the ICP knowledge base.
The authors apply the model and platform to university tutors by: (1) developing a use case, which links
the model and the TE-Cap 2 platform and highlights the new possibilities offered by the knowledge
management tool; and (2) conducting a descriptive investigation lasting for five months.
Chapter 5
Knowledge Management Process and Organizational Performance in SMEs.....................................77
Varintorn Supyuenyong, Knowledge Management Professional Center Asia, Thailand
Fredric William Swierczek, Thammasat University, Thailand
The benefits of knowledge management are recognized mainly for the large organization. Small and
medium-sized enterprises (SMEs) can also achieve the real benefits of KM. This paper investigates the
relationship between the KM process and the organizational performance of SMEs. The objective of
this paper is to assess the KM process and its relationship to different components of organizational
performance in small and medium enterprise application service providers in Thailand. A survey ap-
proach was used with a sample of 81 respondents. The results show that knowledge organization, and
retention and knowledge utilization improve individual performance, product performance, and overall
organizational performance. Only knowledge organization and retention increases process performance.
Knowledge dissemination influences customer satisfaction and reputation and cost reduction. These
results demonstrate the benefits of the KM practices on the organizational performance in SMEs.
Chapter 6
Boundary Spanning Role of the IS Development Team in Consultant-Partnered Projects: Knowledge
Management Perspective......................................................................................................................99
Sanghoon Lee, Yonsei University, Korea
Bongsik Shin, San Diego State University, USA
Hogeun Lee, Yonsei University, Korea
This research examines the effect an Information Systems (IS) development team has on end-users
perceptions of system quality and system benefits by transferring relevant knowledge through inter- and
intra-firm boundaries. The research context is the prevalent partnership in which an external consultant
with relevant expertise leads a client team to undertake an IS project. A high-level research model that
depicts dynamics among team competence (for knowledge transfer), consultant partnership (with the
project team), knowledge transfer (through inter- and intra-firm boundaries), and project success is pro-
posed grounded on the theory of boundary spanning. Key indicators of team competence and consultant
partnership are derived from existing studies. With expected multiplicity in the conceptual dimensions
of team competence and consultant partnership, they are designated as second-order constructs with
first-order manifest variables. User perceptions of the post-implementation quality and benefits of an
information system serve as project success variables. Relevant hypotheses propose dynamics among the
studied constructs. Survey data are gathered from both system developers and end-users, and the integ-
rity of the research model and corresponding hypotheses are empirically tested with structural equation
modeling. Data analysis confirmed the importance of knowledge transfer for the post-implementation
success of an IS project.
Chapter 7
The Practice of Jordanian Business to Attain Customer Knowledge Acquisition..............................126
Amine Nehari Talet, King Fahd University of Petroleum Minerals, Saudi Arabia
Samer Alhawari, Applied Science Private University, Jordan
Ebrahim Mansour, Applied Science Private University, Jordan
Haroun Alryalat, The World Islamic Sciences Education University, Jordan
This paper examines how Jordanian companies use the knowledge process to support Customer Knowl-
edge Acquisition (CKA) and how they foster it. The empirical study is based on a sample of the data col-
lected from 156 respondents, drawn randomly from three software business solution companies working
in the Customer Relationship Management (CRM) area, and four companies which are employing the
CRM system. The results show that the three selected factors (need for Customer Knowledge, Verify
Customer Source, and Capture Customer Knowledge) have a significant impact on customer acquisi-
tion. However, the source identification of knowledge is not significant in Jordanian business software
environments. The empirical findings will help both researchers and practitioners in future Knowledge
Management (KM) and Customer Acquisition research to gain a better understanding of the knowledge
processes about customers on Customer Acquisition. This paper provides a contribution to the literature
about Customer Knowledge Acquisition in one of the developing countries as a framework to keep
organizations competitive within the global business environment.
Chapter 8
Impact of Knowledge Management Dimensions on Learning Organization: Comparison Across
Business Excellence Awarded and Non-Awarded Indian Organizations............................................145
Deepak Chawla, International Management Institute, India
Himanshu Joshi, International Management Institute, India
Knowledge and knowledge driven learning determines the organizational ability to achieve sustainable
competitive advantage. To excel in business, organizations need to develop processes that facilitate
streamline information flow resulting in enhanced learning. This paper investigates the learning capabili-
ties demonstrated by Indian organizations and for the differences between business excellence awarded
and non-awarded organizations. This paper examines the impact of Knowledge Management (KM)
dimensions on Learning Organization (LO) and tests if the impact is significantly different for these
groups. A convenience sample of 57 executives from 16 Indian organizations participated in the study.
The results show that organizations awarded for business excellence fare better on all items of LO as
compared to non-awarded ones. However, statistical difference is found only in Vision and Strategy and
Performance Improvement Process. The results show that most of the KM dimensions have a positive
impact on LO dimensions.
Chapter 9
A Dynamic Ability-Based View of the Organization..........................................................................163
Farley S. Nobre, Federal University of Parana, Brazil
DavidS. Walker, The University of Birmingham, UK
This paper investigates theoretical micro-foundations of core competencies in the organization that pur-
sues sustainable competitive advantage. It advocates that there is a lack of literature perspectives which
can explain the sources of core competencies of the firm. This research raises questions on: What are the
main sources of creation and sustenance of core competencies? What are the abilities which nourish the
development of operational and dynamic capabilities? What is the main source of collective knowledge
in the organization? This work answers these questions by proposing a dynamic ability-based view of
the organization which contributes to explaining the dynamic behavior of the firm in the pursuit of sus-
tainable competitive advantage. Cognition is the core ability which supports individuals, groups, and
organizations with intelligence, autonomy, learning, and knowledge management. These concepts form
the set of organizational abilities in this research.
Chapter 10
Assessing Knowledge Management Needs: A Strategic Approach to Developing Knowledge.........180
G. Scott Erickson, Ithaca College, USA
Helen N. Rothberg, Marist College, USA
Most knowledge management work encourages practicing managers to pursue ever more knowledge de-
velopment and sharing. There is an assumption that more knowledge always leads to greater competitive
advantage and superior financial performance. Even though this may be the case, it is far from proven,
and the application and use of knowledge management techniques may actually be more strategic, with
optimal levels of effort and spending determined by differing circumstances. This study investigates
these topics by assessing whether knowledge strategies might vary by industry, asset structure, and other
potential variables.
Chapter 11
Learning a Lightweight Ontology for Semantic Retrieval in Patient-Centered Information
Systems...............................................................................................................................................190
Ulrich Reimer, University of Applied Sciences St. Gallen, Switzerland
Edith Maier, University of Applied Sciences St. Gallen, Switzerland
Stephan Streit, University of Applied Sciences St. Gallen, Switzerland
Thomas Diggelmann, ai-one, Switzerland
Manfred Hoffleisch, ai-one, Switzerland
The paper introduces a web-based eHealth platform currently being developed that will assist patients
with certain chronic diseases. The ultimate aim is behavioral change. This is supported by online as-
sessment and feedback which visualizes actual behavior in relation to target behavior. Disease-specific
information is provided through an information portal that utilizes lightweight ontologies (associative
networks) in combination with text mining. The paper argues that classical word-based information re-
trieval is often not sufficient for providing patients with relevant information, but that their information
needs are better addressed by concept-based retrieval. The focus of the paper is on the semantic retrieval
component and the learning of a lightweight ontology from text documents, which is achieved by using
a biologically inspired neural network. The paper concludes with preliminary results of the evaluation
of the proposed approach in comparison with traditional approaches.
Chapter 12
KM Approach for Improving the Labor Productivity of Vietnamese Enterprise...............................206
Quoc Trung Pham, Kyoto University, Japan
Yoshinori Hara, Kyoto University, Japan
In knowledge society, knowledge management (KM) is considered the best strategy for improving
the labor productivity of an enterprise. However, the effectiveness of KM on labor productivity is not
known exactly, especially since it depends on the development level of a country. To find a solution
based on KM approach for improving the labor productivity of Vietnamese enterprise, a new model is
proposed, which includes knowledge capability, technology capability, KM, employee satisfaction, and
labor productivity. By analyzing data from Vietnamese enterprises, the model is tested and suggestions
for improving the labor productivity of Vietnamese enterprises are made. Some results of data analysis
are: employee satisfaction positively affects the labor productivity and that KM has a strong effect on
employee satisfaction. Further, some suggestions for improving the labor productivity of Vietnamese
enterprises are: organizing frequent meetings for shortening cultural gap between managers and em-
ployees, replacing old machines combined with improving employees self learning skill, improving
innovation capability by creating an open culture for encouraging employees to voice their opinions.
Chapter 13
Using Grounded Theory to Acquire Knowledge About Critical Success Factors for Conducting
Software Process Improvement Implementation Initiatives...............................................................220
Mariano Angel Montoni, ProMove - Business Intelligence Solutions, Brazil
Ana Regina Cavalcanti da Rocha, Federal University of Rio de Janeiro, Brazil
The successful implementation of Software Process Improvement (SPI) depends not only on the abilities
of practitioners to identify processes modifications that may help to increase organizations capabilities
to develop software, but also abilities to overcome barriers that can jeopardize the organizational change
process provoked by SPI initiatives. The literature reports show that SPI practitioners must have expe-
rienced skills to overcome common social-cultural factors that pose as critical barriers for successfully
implementing SPI. Nevertheless, there is no consensus in the area about what the critical success factors
are for conducting SPI implementation initiatives. This work presents a study based on Grounded Theory
methodology to acquire knowledge about SPI critical success factors. The main product of this study is
a theoretical knowledge framework consisting of a set of inter-related categories grounded on a set of
propositions that explains the phenomenon associated to the success of SPI implementation initiatives.
Chapter 14
Managing Professions for Knowledge Management..........................................................................238
Enrico Scar so, University of Padua, Italy
Ettore Bolisani, University of Padua, Italy
In the last years, Knowledge Management (KM) studies have focused on the foundations of this new
managerial discipline . Today, there is an increasing need to transform the theoretical speculations into
managerial tools, and to find solutions to practical questions concerning daily KM activity. A key issue
that still requires investigation regards the management of human resources devoted to KM. The paper
analyzes this topic by means of an in-depth investigation of the relevant experience of some leading
companies. In particular it examines the problem of managing new roles and tasks for KM, the issue
of developing structured KM units, and the question of evaluating KM activities. A discussion of the
possible implications for research and management is carried out in the conclusion.
Chapter 15
Merging Controlled Vocabularies for More Efficient Subject-Based IR Systems..............................254
Ioannis Papadakis, University oflonio, Greece
Konstantinos Kyprianos, University oflonio, Greece
One of the most important tasks of a librarian is the assignment of appropriate subject(s) to a resource
within a library s collection. The subjects usually belong to a controlled vocabulary that is specifically
designed for such a task. The most widely adopted controlled vocabulary across libraries around the
world is the Library of Congress Subject Headings (LCSH). However, there seems to be a shifting from
traditional LCSH to modern thesauri. In this paper, a methodology is proposed, capable of incorporating
thesauri into existing LCSH-based Information Retrieval (IR) systems. In order to achieve this, a map-
ping methodology is proposed capable of providing a common structure consisting of terms belonging
to LCSH and/or a thesaurus. The structure is modeled as a Simple Knowledge Organization System
(SKOS) ontology, which can be employed by appropriate subject-based IR systems. As a proof of con-
cept, the proposed methodology is applied to the DSpace-based University of Piraeus digital library.
Chapter 16
Community-Based Development of Knowledge Products.................................................................268
Zbigniew Mikolajuk, Practical Action, UK
International organizations and government agencies have developed and collected a wealth of knowledge
resources relevant to poor communities; however, the people who need these resources most often do not
know these materials exist or are unable to access or understand them. Electronic sources of knowledge
materials and means of communication are rarely integrated with traditional methods of knowledge
delivery. This paper addresses the issue of knowledge sharing with poor communities and presents a
software tool for developing multimedia knowledge materials suitable for people with little or no formal
education. A multimedia editor uses a data structure composed of multimedia objects (texts, images,
video, and audio clips) to generate the knowledge browser. Local specialists with a basic knowledge of
computing can modify and customize how the knowledge is presented by adding new materials relevant
to the local environment.
Chapter 17
Impact of Knowledge Management Practices on Task Knowledge: An Individual Level Study.......282
Shahnawaz Muhammed, American University of Middle East, Kuwait
William J. Doll, The University of Toledo, USA
Xiaodong Deng, Oakland University, USA
Organizational level studies of knowledge management have been hampered by the lack of measures of
individual level knowledge management practices and outcomes that can be used as success criteria to
determine whether, or to what degree, specific organizational knowledge management practices enhance
individual knowledge creation, sharing, and application at the individual level. This paper explores
how the knowledge management practices of individuals are related to the task knowledge they use to
complete their work processes. The measures presented can be used as one way to evaluate the suc-
cess of organizational knowledge management practices. Specifically, the paper explores the individual
practices of knowledge creation, knowledge sharing, and knowledge application and how these practices
are related to the task knowledge (conceptual, contextual, and operational knowledge) of individuals. A
model of the relationships among knowledge management practices and task knowledge components is
proposed and tested. Structural equation modeling is used. Results suggest that engaging in knowledge
creation enhances an individual s task knowledge through the practices of sharing and applying knowl-
edge. Knowledge sharing and application enhance operational knowledge indirectly through changes
in conceptual and contextual knowledge.
Chapter 18
Team Learning and Reflexivity in Technology-Mediated Collaboration...........................................302
HaywardP. Andres, North Carolina A TState University, USA
This study examines technological, educational/learning, and social affordances associated with the
facilitation of team learning during technology-mediated collaborative problem solving. An empirical
interpretive research approach using direct observation is used to interpret, evaluate and rate observable
manifested behaviors and qualitative content (i.e., discussions) associated with team learning and team
reflexivity. The theory of affordances and social impact theory are integrated to develop a conceptual
model that asserts that collaboration mode (collocated vs. non-collocated and videoconferencing sup-
ported) will dictate the quality of information exchange, progressive elaboration of ideas, and the social
processes that influence team learning. Team learning is then suggested to give rise to task and social
reflexivity behaviors aimed at monitoring and evaluating acquired understanding, adaptation of task
strategy, and maintenance of quality intra-team interactions. Results showed that collocated teams did
engage in better quality team learning behaviors. Further, persistent reflection on task progress and solu-
tion accuracy yielded better team productivity while maintenance of a mutual supportive and positive
climate yielded higher perceived quality interpersonal interactions. Theoretical, methodological and
practical implications of the study are also discussed.
Chapter 19
Measuring Knowledge Management/Knowledge Sharing (KM/KS) Efficiency and Effectiveness
in Enterprise Networks.......................................................................................................................318
Anirban Ganguly, Stevens Institute of Technology, USA
AH Mostashari, Stevens Institute of Technology, USA
Mo Mansouri, Stevens Institute of Technology, USA
Knowledge Management (KM) is critical in ensuring process efficiency, outcome effectiveness and
improved organizational memory for the modern day business enterprises. Knowledge Sharing (KS) is
fast becoming a rapidly growing area of interest in the domain of knowledge management. The purpose
of this paper is to enlist a set of generalized metrics that can be used to evaluate the efficiency and the
effectiveness of knowledge sharing in an enterprise network. The metrics proposed in this research are
those that can be readily measured by various types of enterprise knowledge sharing systems, and link
usage information to organizational outputs. The paper uses an illustrative case example of how an en-
terprise might make use of the metrics in measuring the efficiency and effectiveness of its knowledge
sharing system.
Chapter 20
How Should Students Prepare for Exams: A Knowledge Management Approach............................337
David Smiderle, Conestoga College, Canada
Patricia L. Weigel Green, Conestoga College, Canada
This study identifies the key best practices College Students should utilize from a knowledge manage-
ment perspective in order to best prepare for mid-term or final exams. This study also ascertains whether
all stages of the knowledge cycle are required in order to achieve success. Data was collected from both
subject matter experts and students in regards to exam preparation. The findings suggest that knowledge
management may be a useful framework to identify both threshold and exceptional behaviours required
to achieve knowledge based goals or outcomes. The findings of this study also provide some validation
regarding a methodology which can be used in organizations to identify key best practices related to
knowledge management.
Chapter 21
An Ontological Approach to Enterprise Knowledge Modeling in a Shipping Company...................351
Sung-kwan Kim, University of Arkansas at Little Rock, USA
Joe Felan, University of Arkansas at Little Rock, USA
Moo Hong Kang, University of Arkansas at Little Rock, USA
Modeling approaches are gaining popularity in knowledge management (KM), especially in specifying
knowledge contents. This paper addresses the enterprise knowledge modeling. An enterprise knowledge
model provides users with an integrated, holistic view of organizational knowledge resources. Employing
a reliable methodology is critical to building successful enterprise knowledge models. A good method-
ology provides an effective and efficient mechanism for developing a model. This paper first reviews
the enterprise knowledge modeling (EKM) and its methodologies. An ontology-based EKM (OBEKM)
methodology is proposed. Its products, procedures, and modeling language are described. The method-
ology is then applied to the construction of a shipping company s knowledge model for demonstration.
Compilation of References...............................................................................................................364
About the Contributors....................................................................................................................409
Index...................................................................................................................................................419
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| discipline | Wirtschaftswissenschaften |
| format | Book |
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| id | DE-604.BV041378631 |
| illustrated | Illustrated |
| indexdate | 2024-07-10T00:55:22Z |
| institution | BVB |
| isbn | 9781466624856 9781466624870 |
| language | English |
| lccn | 2012023236 |
| oai_aleph_id | oai:aleph.bib-bvb.de:BVB01-026826651 |
| oclc_num | 864564540 |
| open_access_boolean | |
| owner | DE-19 DE-BY-UBM |
| owner_facet | DE-19 DE-BY-UBM |
| physical | xxii, 421 p. graph. Darst. 29 cm |
| publishDate | 2013 |
| publishDateSearch | 2013 |
| publishDateSort | 2013 |
| publisher | Information Science Reference |
| record_format | marc |
| series2 | Premier reference source |
| spelling | Dynamic models for knowledge-driven organizations Murray E. Jennex, [ed.] Hershey, PA Information Science Reference 2013 xxii, 421 p. graph. Darst. 29 cm txt rdacontent n rdamedia nc rdacarrier Premier reference source "This book presents a widespread collection of research on the understanding of the managerial, technical and human issues associated with the use of knowledge in organizations while bearing in mind the design, development and maintenance of useful knowledge management systems"--Provided by publisher. Includes bibliographical references and index Knowledge management Technological innovations Jennex, Murray E. 1956- Sonstige (DE-588)14085200X oth Erscheint auch als Online-Ausgabe 978-1-4666-2486-3 HBZ Datenaustausch application/pdf http://bvbr.bib-bvb.de:8991/F?func=service&doc_library=BVB01&local_base=BVB01&doc_number=026826651&sequence=000002&line_number=0001&func_code=DB_RECORDS&service_type=MEDIA Inhaltsverzeichnis |
| spellingShingle | Dynamic models for knowledge-driven organizations Knowledge management Technological innovations |
| title | Dynamic models for knowledge-driven organizations |
| title_auth | Dynamic models for knowledge-driven organizations |
| title_exact_search | Dynamic models for knowledge-driven organizations |
| title_full | Dynamic models for knowledge-driven organizations Murray E. Jennex, [ed.] |
| title_fullStr | Dynamic models for knowledge-driven organizations Murray E. Jennex, [ed.] |
| title_full_unstemmed | Dynamic models for knowledge-driven organizations Murray E. Jennex, [ed.] |
| title_short | Dynamic models for knowledge-driven organizations |
| title_sort | dynamic models for knowledge driven organizations |
| topic | Knowledge management Technological innovations |
| topic_facet | Knowledge management Technological innovations |
| url | http://bvbr.bib-bvb.de:8991/F?func=service&doc_library=BVB01&local_base=BVB01&doc_number=026826651&sequence=000002&line_number=0001&func_code=DB_RECORDS&service_type=MEDIA |
| work_keys_str_mv | AT jennexmurraye dynamicmodelsforknowledgedrivenorganizations |